The Work Ahead in Utilities: Powering a Sustainable Future with Digital

Utilities companies are shedding their reputation for slow adoption of digital
technologies, according to our study. Using IoT, AI, automation and analytics,
they aim to eliminate slow processes, elevate customer experience and deliver
measurable results to boost sustainability.
The Work Ahead
in Utilities: Powering
a Sustainable Future
with Digital

The Work Ahead
Executive Summary
A sector that has been traditionally recognized for stability,
reliability and predictability now faces a once-in-a-decade
shift across every aspect of the business, from operations
and maintenance to customer engagement, as utilities
realize how much more can be achieved with digital.
2
The Work Ahead in Utilities: Powering a Sustainable Future with Digital

The Work Ahead
Utilities’ business models have remained unchanged for the past 100-plus years. For the most
part, these organizations operated in a monopolistic and highly regulated cost-plus environment,
only driven by competition where deregulation was allowed. Because the “customer” was the
meter itself, there was little incentive to understand the individual or business behind it.
Now, utilities face a new era of disruption, marked
by decarbonization and decentralization agendas,
changing consumer behaviors, evolving expectations
and consumption patterns, and an aging infrastructure
and workforce. While digital startups were already
taking market share from larger utilities, the pandemic
exposed many other vulnerabilities across the utilities
value chain, including financial stresses, supply chain
challenges and workforce risk. Keeping the lights on is
no walk in the park.
The impact of the energy transition and the upheaval
resulting from the global pandemic are setting the
scene for a new business and operating environment
for utilities driven by digital technologies. A sector that
has been traditionally recognized for stability, reliability
and predictability now faces a once-in-a-decade shift
across every aspect of the business, from operations
and maintenance to customer engagement, as utilities
realize how much more can be achieved with digital.
Utilities have a lot of ground to make up as digital
technologies shoot from a strategic priority to an
operational and customer imperative.
To understand how utility companies are preparing
for the changing world, Cognizant’s Center for the
Future of Work surveyed 4,000 business leaders
globally, including 285 executives from leading utilities
(see methodology, page 22). Our research reveals that
industry leaders plan to accelerate their digital journey
with new technologies, new ways of working and new
ways to engage with customers.
3

The Work Ahead
Our key insights include:
1 COVID-19 has set the agenda for workforce
safety. The pandemic brought a renewed focus on
frontline workers as their health and safety became
paramount. Over half of utilities respondents
said they will value frontline workers more in the
future and pay more attention to workforce safety.
While significant investments are expected to take
place in workplace redesign as companies reopen
offices, utilities will also need to create flexible
work policies and capabilities that accommodate
remote workers.
2 A digital utility is in the making. By blending
digital investments with sustainability goals,
utilities can deliver measurable outcomes to
win the customer of the future. We also expect
traditional business models to be disrupted as
digital startups begin impacting markets globally.
Utilities respondents expect to double the percent
of revenue they receive from digital channels
between now and 2023, from 3% to 6%.
3 The mesh of IoT, AI, analytics and automation
will provide instrumentation, predictions,
personalization and speed. The top technologies
used to augment business processes are sensors/
IoT, AI, analytics and process automation. The need
to overhaul operations, maintenance and customer
experience will drive the use of these technologies,
with the goal of reducing costs and creating new
revenue streams.
4 Efficiency, customer experience and decision-
making are top outcomes. By injecting processes
with technology, respondents expect to boost
operational efficiency, customer experience and
decision making. Utilities need to shift from a
static, one-way consumer relationship to one that is
dynamic, context-driven and interactive.
5 Power lies in data, not assets. The top three
tasks that will be performed by machines by 2023
will be execution of complex decisions based on
real-time information, sifting large data sets to
identify errors or actionable items, and process
improvement. In the new normal, frontline workers
will be empowered with data insights to manage
operations remotely and ensure predictive
maintenance of equipment.
6 Humans are needed to make the best use of
machines. Decision making, strategic thinking and
leadership will become the top three most essential
skills by 2023. These skills are best performed by
humans — not in isolation, though, but supported
by the insights generated by AI and data analytics
and by the efficiencies of intelligent automation.
Utility companies that move quickly and capture the
moment will shape the future of their work and society
while earning the trust and loyalty of consumers and
investors alike. Now is the time for these organizations
to begin a new chapter in their long history of serving
the public and society.
4

The Work Ahead
COVID-19: A catalyst for the future of work
As work shifts from physical to digital, utilities must
develop a long-term approach to workplace capabilities
by assessing their workforce, operations, processes and
technologies,while creating new flexible working policies.
5

The Work Ahead
COVID-19 kicked the utility industry’s digital efforts into high gear, from remote work and asset supervision,
to virtual customer service and digital payments.
In just a few days, almost every utility company had to adapt to
new ways of operating, including a distributed workforce and
remote operations, something that would have been almost
unimaginable only a year ago.
For instance, Tata Power Delhi Distribution Limited, a power
utility supplier in India, received over 90% of its bill payments
digitally during the initial lockdown.¹ Post-pandemic, digital tools
will continue to offer additional flexibility, elevated customer
experiences and emergency contingencies. For instance,
Germany’s E.ON built a videoconferencing app that enables
its line workers to communicate with customers regarding
straightforward problems — such as faults with smart meters —
that don’t require customer visits.² In fact, now more than ever,
utility executives have a clearer view of how customers are using
various digital channels and what they would like them to look
like a few years on.
Critical industries such as utilities have always focused on
worker safety, but the pandemic added the element of health
and well-being, as well. This sentiment was echoed by our
industry respondents, with 59% saying they will value and
pay essential frontline workers more in the future, and 56%
agreeing they will need to pay more attention to workforce
safety (see Figure 1).
The COVID-19 crisis also raised the bar for real-time, anywhere,
streamlined access to information, systems and collaboration.
A large utility company in India from our study, for example,
deployed sensors so that engineers no longer needed to
inspect sites physically, according to a senior vice president at
the company.“We are learning to manage grids at a remarkably
high level with speed,” the SVP said.“I feel the crisis has
provided fast enough insights to operators on keeping the grid
stable, which will become the new norm post-COVID-19.”
Utilities respondents are also working on redesigning the
workplace to accommodate safe distancing, with a focus on
smart workplaces and open-plan layouts. (To learn more, see
our report “Safe and Smart Buildings: Five Measurable
Actions Business Must Consider to Reopen.”)³
As work shifts from physical to digital, utilities must develop
a long-term approach to workplace capabilities by assessing
their workforce, operations, processes and technologies, while
creating new flexible working policies.
We will value
and pay essential
frontline
workers more
We will need
to pay more
attention to
workforce safety
We will have to
redesign the
workplace to
accommodate safe
distancing
We need to
redesign our supply
chain to build in
greater resilience
to shocks
Our employees
will work more
in flexible teams
than functional
departments
59%
56%
52%
49% 48%
Response base: 285 senior utilities executives
Source: Cognizant Center for the Future of Work
Figure 1
Workforce safety and flexibility will be paramount
Respondents were asked whether they would need to make workplace changes as a result of the pandemic.
(Percent of respondents who agree or strongly agree)
6

The Work Ahead
Digital-first: The key to unlocking future growth
While digital revenue expectations are far below the
cross-industry average, they are expected to double
between now and 2023,from 3% to 6%.The pandemic has
demonstrated utilities’ need and capacity for change.
7

The Work Ahead
As a result of these new capabilities, utilities respondents expect to double their revenue from digital
channels by 2023, from 3% to 6% (see Figure 2).
While this is well below the cross-industry average (which is 9%
today and expected to increase to 14.6% by 2023),the pandemic
has clearly demonstrated both the need and capacity for
change in an industry that has traditionally taken a conservative
approach to digital innovations, due to regulatory issues and
other constraints.
One innovation targeted at boosting digital engagement is
voice interfaces. Consumer usage of Alexa shot up 65% globally
in the first two months of lockdowns in 2020,4
and in our earlier
research, we found that utility companies plan to generate 5.2%
of their revenue from voice in the next five years. (For more on
this topic, see our report “From Eyes to Ears: Getting Your
Brand Heard in the New Age of Voice.”)5
Voice will soon become the new customer experience
as consumers get more comfortable with their voice
assistantsperforming various activities: “Hey, Alexa, why is my
bill so high?” Or, voice interfaces could remind customers that
if they lower their thermostat by a few degrees, they can save
an estimated 12% on their next bill. Such capabilities would
radically change the way utilities communicate with customers.
Driven by the need for decarbonization and regulatory
compliance, utility companies will also need to address their
aging infrastructures. Most infrastructure assets are near the end
of their life and require extensive maintenance and replacement
investments. This need will accelerate as decentralization
increases asset demand,with the need for real-time interventions
at a distribution level becoming the norm. Any new digital
investments built on outdated systems will be counterproductive
because of the inability to handle and model massive amounts
of data.
One way to address this is by leveraging digital twin technology.6
This technology allows utilities to create detailed models or
replicas without any physical construction. These simulations
of real systems can be used from any location, and be
connected to projects in the design, construction, operations
or maintenance phases of utility activities.A Dutch regional
water authority is creating a digital twin of its entire wastewater
treatment infrastructure — enabling speed, accuracy and
efficiency in decision making, as well as cost and energy
optimization.7
The increasing convergence of industry boundaries is paving
the way for energy democratization, and will put further
pressure on utilities to adopt digital-first approaches to remain
competitive. Examples include Tesla’s plans to enter the
electricity market in the UK,8
and Apple’s intention to invest
in the construction of two of the world’s largest onshore wind
turbines in Denmark.9
With energy giants acquiring telcos,
microgrids empowering local communities, and homes
transforming into power sources, the future of utilities is
beginning to unfold.
All
Utilities
2020 2023
3%
9%
6%
15%
Figure 2
Digital-first means money
Respondents were asked about the percent of revenues derived
from digital channels, now and in 2023. (Percent of revenues)
The increasing convergence of
industry boundaries is paving the
way for energy democratization, and
will put further pressure on utilities
to adopt digital-first approaches to
remain competitive.
8

Quick Take Serving the customer of the future
Traditionally, the utilities industry has been a low-touch, low-engagement commodity. Using
digital tools, however, utilities can change their operating models to increase customer
engagement in a number of ways:

❙ Sustainability: COVID-19 reaffirmed the correlation between energy consumption and
climate change. News that global emissions fell 8.8% in the first half of 2020 underscored
the human-planet connection.10
In fact, 70% of consumers said they were more aware than
before COVID-19 that human activity threatens the climate, and 91% don’t want to return
to how things were before.11
These changing attitudes present an opportunity to merge
a digital-first approach with decarbonization efforts to deliver measurable results against
businesses’ environmental and corporate social responsibility promises.
Global energy player ENGIE has created a new business model that offers integrated
zero-carbon solutions as-a-service to transition into a zero-carbon future. ENGIE’s 100,000
field technicians receive insights into which customers need energy solutions to meet
sustainability targets, and address these issues accordingly.12
Oshawa Power, meanwhile, a
Canada-based utility company, offers a Peak Power app that uses SMS, push notifications
and prompts that provide personalized insights into customers’ energy usage. In a pilot
program, customers who engaged with the app reduced their electricity consumption by
twice as much as the average of all participants within their user groups.13

❙ Consumer savings: Octopus Energy in the UK has launched an Agile Tariff plan that gives
customers access to half-hourly energy prices tied to wholesale prices. Customers not only
benefit from falling wholesale prices but can also shift daily electricity use outside of peak
times to save money.14

❙ Consumer education: Powershop, an Australia-based online electricity and gas provider,
introduced Pond Party, an interactive digital book that changes depending on the
customer’s household energy usage. It was created with the intention to help all families
make a tangible connection between their actions at home and the impact on the planet.
A smart meter that’s linked to the tool analyzes the family’s sustainability success.15

❙ Personalized services: Electronic vehicles present another opportunity for increased
engagement. In addition to expecting utilities to provide the power to charge the EV,
customers also expect a service that automatically adjusts to their preferences and needs.
An example is Israeli startup ElectReon Wireless, which aims to build the first electric city
road in the world. The concept includes the ability for EVs to charge while driving, ensuring
energy can be fueled on the go. This innovation will be particularly important when electric
vehicles become fully autonomous.16

❙ Giving back to the community: As of December 2020, residents of the city of
Georgetown in Texas can round up their utility bill, with all the proceeds going to the Good
Neighbor Fund, which helps needy families pay their utility bills.17
The Work Ahead
9

The Work Ahead
A mesh of machines brings intelligence
The combined use of IoT, data analytics, automation and
cognitive techniques will transform utilities by enabling
decentralized work, and changing how companies
engage with customers and drive process efficiencies.
10

The Work Ahead
Of all the technologies respondents have applied and leveraged in their digital initiatives, the one seeing
the most significant attention is IoT, with 58% of industry respondents implementing this technology to
some degree (see Figure 3).
Utilities are leveraging IoT with a dual agenda: increasing
the efficiency of monitoring plants and the supply chain, and
looking for ways to better connect with consumers, using
actionable insights to support more proactive communication
and service.
With smart grid and smart meter capabilities ramping up,
utilities are better positioned than ever to tap into IoT to drive
value, insights and efficiencies across the enterprise.An example
is United Utilities in the UK, which aims to build a massive
network of water leak detectors, using IoT connectivity.18
AI is also seeing uptake, with 32% of industry respondents
reporting widespread or partial AI implementations. The CIO
of an Indian utility said the business was utilizing AI-enabled
analytics for predictive maintenance and efficiency optimization,
with the intent of moving from a “repair-or-replace”
maintenance model to a “predict-and-fix” model.
Innovative AI use cases in utilities will pave the way for the future
of the industry. Software-as-a-service platform provider AMS
uses AI in versatile battery storage systems to enable electricity
purchases from the grid when prices are low, and then sell back
Exploring or planning investment
Some pilots underway
Some implemented projects
Widespread implementation
16%
4%
4%
26%
16%
2%
11%
11%
36%
2%
14%
28%
16%
6%
9%
28%
39%
1%
28%
34%
26%
2%
28%
39%
20%
4%
36%
24%
8%
22%
Sensors/internet
of things
AI Data
analytics
Blockchain Process
automation
Chatbots AR/VR 5G infrastructure
and applications
Figure 3
Sensor-enabled and intelligence-driven
Respondents were asked about the progress they’d made in implementing the following technologies to augment business
processes. (Percent of respondents)
11

The Work Ahead
to the market when prices are high.19
Another case is Australia’s
Hornsdale battery, with 150MW, which operates an autobidder
AI algorithm developed by Tesla.20
Utilities can also use AI and advanced analytics to identify
customers at risk of missing payments, and proactively roll out
programs to communicate with these customers. According to
estimates, residential and small business customers currently
owe $35 billion to $40 billion to their utilities as a result of
COVID-19-induced hardship.21
Using AI insights, utilities could
offer new payment plans and tariff adjustments, or work with
financial institutions to offer flexible payment plans.
AI will also be a key weapon in mitigating cyber risk, which
is likely to increase as digital processes and transactions
become more mainstream. As the industry witnesses an
exponential increase in the number of devices connected to
critical infrastructure, and more employees working remotely,
it is paramount that utilities boost their security profile to
avoid cyberattacks. As witnessed by the recent attack on the
Colonial Pipeline in the U.S. or the 2016 Ukraine Grid collapse,
disruptions to the energy infrastructure can be economically
devastating.22
Fighting back requires intelligent machines that can detect
threats proactively, identify malware, reconfigure network
traffic to avoid attacks, inform automated software to close
vulnerabilities before they are exploited, and mitigate large-
scale cyberattacks with precision. Utility companies must blend
their IoT strategy with AI, as any cybersecurity strategy without
AI will be more prone to cyberattacks.
Turning to analytics and automation
The utilities sector is still a largely data-rich and information-
poor industry. While 30% of respondents have implemented
data analytics to some degree, only 2% have done so at scale.
Generally, utilities face a wide array of data management
challenges: information overload, slow data collection from
siloed systems and lengthy data analysis processes.
This is changing, however, as exemplified by AES Corp., a global
energy company that uses AI to make more informed decisions
and consistently deliver greater business value. Its cloud-based
solution crunches data to spot new efficiencies, predict prices
and optimize energy generation.23
Process automation is also findings its space in the utility
industry, with 20% of respondents implementing the
technology. Even before the pandemic, utilities were interested
in enabling predictive maintenance, but COVID intensified
the need for maintaining assets without having to physically
touch and monitor them. Moreover, many utilities are bogged
down with highly repetitive, multi-step processes, impacting
both quality and efficiency. While not every process can
be automated, many can and should be. DTE, for example,
automated 35 processes over the course of nine months and
gave 250,000 annualized hours back to the business.24
The combined use of IoT, data analytics, automation and
cognitive techniques will transform utilities by enabling
decentralized work, and change how companies engage
with customers and drive process efficiencies. For instance,
a machine-learning algorithm behind a company’s mobile
app could allow customers to access their electricity usage
history, recognize variations and receive informed alerts when
something is amiss.
Utility companies must blend their IoT strategy with AI, as any
cybersecurity strategy without AI will be more prone to cyberattacks.
12

The Work Ahead
Digital targets: customers, frontline workers
Respondents expect efficiency improvements to
grow from 17% today to 27% by 2023. More strategic
outcomes, like elevated customer experience and better
decision-making, are on the horizon.
13

The Work Ahead
Of all their business processes, utilities expect to make the greatest technology-augmentation progress in
customer management (53%) and field management (43%) (see Figure 4).
While utilities currently invest a lot of time serving customers,
much of these efforts are limited to addressing billing issues,
outages and collections.
But as consumers’ lives move increasingly online, utilities have
an opportunity to move beyond transactional relationships with
customers. By fusing internal customer data with data from
external third-party sources, utilities can predict a customer’s
ability to pay, changing preferences and likelihood to default,
and proactively motivate customers to reduce their bills.
Doing so will help utilities shift into more forward-looking,
lifestyle-enabling customer engagements. Powerley, an AI-
powered home energy management provider, provides a virtual
coach that integrates weather patterns into consumers’ energy
management systems, suggesting opportunities to “weatherize”
one’s home. The app also researches the consumer’s best
option for saving money through heating and cooling system
upgrades.25
Business users also have heightened expectations from their
utility providers. What if you could provide an outage alert
to restaurant owners to help them save their refrigerated
perishables based on monitoring the power draw from their
refrigeration units? This will not only elevate trust in the utility
company but also boost brand reputation. Targeted alerts and
campaigns through apps can preempt customer queries.
By 2023
Today
HR
and people
management
Production
and operations
management
Sales, marketing
and customer
service
Financial management,
accounting, budgeting,
analysis and reporting
New product
and service
development
3%
16%
14%
53%
6%
24%
7%
4%
24%
17%
1%
13%
12%
47%
15%
1%
5%
15%
Customer
management
Field
management
Strategic
planning and
implementation
Supply chain
and partner
management
Information
services and
technology
3%
13%
Figure 4
Aiming process augmentation at customers and employees
Respondents were asked to what degree they’d augmented the following processes with advanced technologies.
(Percent of respondents citing “widespread augmentation” and “implementing projects/good augmentation”)
14

The Work Ahead
Augmented and virtual reality (AR/VR) technologies can also
be used to elevate customer service levels. For example, a
regulated utility in the U.S. is using an AR visualization field
app to support its undergrounding efforts. The app allows
specialists to place 3-D digital objects in real physical spaces,
which helps drive meaningful customer conversations. When
customers can visualize the utility company’s plan to place
equipment on their property, they are more likely to provide
approval in a timely manner.26
Employee experience is another top area of focus. Traditionally,
field workers have relied on old methods such as clipboards
and checklists to execute their work. During the pandemic,
however, field workers were the first to be empowered with
digital tools — devices, software or training — to streamline their
physical work. These changes won’t be rolled back even after
the pandemic. Respondents are prioritizing field management
as highly as customers as a key business outcome.
15

By 2023
Today
17%
27%
3%
14%
7%
22%
5%
16%
3%
15%
2%
16%
9%
3%
8%
22%
5%
12%
5%
13%
Operational
efficiency
Customer
experience
Decision-
making
Organizational
agility
Sales Operational
effectiveness
2%
12%
Brand
reputation
Sustainability Employee
experience
Risk management,
security and regulatory
compliance
Innovation
Figure 5
Top outcomes: operational efficiency, customer experience,
decision-making
Respondents were asked about the outcomes expected as a result of process augmentation.
(Percent improvement in each outcome)
The Work Ahead
It’s time to reap benefits: From efficiency
to customer experience
When it comes to the benefits realized by augmenting
processes with technology, most respondents appear to have
focused on achieving operational efficiencies, with respondents
reporting an average 17% improvement in efficiency so far, and
expecting that to grow to 27% by 2023 (see Figure 5).Augmented
processes can deliver the required level of operational efficiency
the industry needs to shape the future of their work.
More strategic outcomes, like elevated customer experience
and better decision-making, are on the horizon. British Gas
in the UK developed an app that has significantly impacted
customer journeys across the enterprise, with more than 55%
of all customer interactions now made through digital channels,
and call volumes dropping by 4.3 million, or 15%.27
Once the hard work of instrumenting, automating, tracking
and analyzing the business’s core operations is completed, the
application of machine learning will consistently deliver greater
insights to improve organization-wide decision-making. To
stay ahead of the curve, businesses should set a target for the
next 12 months to match their decision-making speed to the
anticipated growth in data volumes.
For instance, if you expect a 30% annual growth in data over the
next 12 months, your speed for making insights and applying
data intelligence should accelerate by 30% in the same period.
“Winning with data-driven decision-making” has become the
number-one competitive game in nearly every industry.
16

The Work Ahead
Human + machine: mastering the new rulebook
of modern work
The top-valued workforce skills will be increasingly tilted
toward very human capabilities that validate the need for
human-machine collaboration: decision-making, strategic
thinking and leadership.
17

The Work Ahead
Utility companies in our study seem to be embracing the idea of modern work supported by machines and
driven by human workers.
Respondents predict that intelligent machines will take on a
greater portion of the labor involved in executing various data-
oriented tasks, from about 16% of this work today to 21% by
2023 (see Figure 6). Such work ranges from executing complex
decisions to analyzing areas for improvement.
As the head of IT at a large utility company in Europe said,“By
making sense of data, we could improve productivity by more
than 18% over a six-month period. For another project related
to operations and maintenance, we were able to reduce manual
hours of the production team by 15%.”
Using predictive maintenance technologies, utilities can detect
overloading assets and monitor critical operations, freeing field
staff from having to make regular visits. Intelligent machines
can also ensure the health and safety of the workforce. For
example, with real-time access to information about the risk
environment, a machine can alert workers to issues such as
power-generating station leakages or other technical issues that
could lead to a catastrophic incident.
Today 2023
Execution of complex
decisions, (e.g., based on
real-time information
and multiple inputs)
Sifting large data
sets to filter and
identify errors or
actionable items
Feedback,
assessment and
process
improvement
Evaluation
of options/
recommendations
to make decisions
22% 22%
25%
22%
15%
21%
14%
16%
20%
19%
21%
14%
20%
15%
20%
13%
Collection,
curation and
management
of data
Physical actions
to implement
decisions
Mining and analysis
of data to diagnose
problems, make predictions,
recommendations
Execution of routine,
rules-based decisions
based on data inputs
Figure 6
Intelligent machines move from the routine to the complex
Respondents were asked to what extent the following processes were executed by machines vs. human workers.
(Percent of work done by machines)
18

The Work Ahead
At the same time, respondents are also starting to develop a
more realistic view of humans’ role in the age of AI. As Figure 7
shows, the top valued workforce skills will be increasingly tilted
toward the very human capabilities that validate the need for
human-machine collaboration: decision-making, strategic
thinking and leadership.
Both decision making and strategic thinking jumped up in
respondents’ assessment of their importance today vs. 2023
(decision making from second to first place, and strategic
thinking from fifth to second). These skills are best performed
when workers are supported by the insights generated by AI
and data analytics, and freed by intelligent automation from
performing rote and repetitive work. Increasingly, the human
role will become more focused on what gets done with data-
driven insights, which requires a renewed focus on decision
making and strategic thinking.
Because they lack the emotional capabilities of human workers,
machines can be less effective in sensitive customer service
instances. One utility company is leveraging machines to boost
agent call success in debt collection. The company is using an
automated call-routing solution that uses sentiment analysis
and voice data to match the customer to the best-suited
agent to handle the specific call. As a result of this match, the
company could improve its collection rate, while making human
workers more efficient and productive.28
A senior executive from a utility company in Australia said the
company will always have a mixed proportion of machines
and humans.“Humans are still needed to monitor intelligent
machines. We have both humans and machines working
together across the business value chain.” (To learn more, read
our report “Humans + Machines: Mastering the Future of
Work Economy.”)29
Figure 7
Needed skills shift when machines are employed
Respondents were asked to rate which skills had become more important than previously and which would become more important
by 2023.
Innovation
Decision-making
Analytical
Leadership
Strategic thinking
Selling
Communication
Interpersonal
Customer care
Learning
Decision-making
Strategic thinking
Leadership
Analytical
Learning
Innovation
Communication
Customer care
Interpersonal
Selling
IMPORTANCE 2023
2020
1
2
3
4
5
6
7
8
9
10
19

The Work Ahead
Leave the past behind: power the utility of tomorrow
To meet their ambitious plans to move ahead, utility
companies must prioritize digital-first investments,
reimagine the utility-consumer relationship and
restructure operations.
20

The Work Ahead
While the fundamental physics of electricity, gas and water are unlikely to change, the dynamics of the
systems that power them will be unrecognizable in the future.
To meet their ambitious plans to move ahead, utility companies
must prioritize digital-first investments, reimagine the utility-
consumer relationship and restructure operations. Here are
some actions for organizations to take:

❙ Become your own best competitor. Some utilities are
establishing a new subsidiary that is unfettered by legacy
technology. One example is Meridian Energy in New
Zealand, which established its subsidiary Powershop as its
own competitor. Powershop offers its platforms to other
utilities and operates across New Zealand, Australia and
UK.30
In the UK, Octopus Energy’s cloud-based platform
Kraken uses data to interact between consumers and
the industry via web, mobile and smart meters and helps
customers with strategies to lower their energy bills.
Octopus’ platform has been licensed by both E.On UK and
Origin Energy in Australia.31

❙ Aim technology at asset operations. Decarbonization
and decentralization will require utilities to invest billions
of dollars into upgrading their networks. Much of this
investment could be optimized through the use of
technologies such as IoT and data analytics. This presents
utilities with a great opportunity to modernize their platforms
and automate their operations.

❙ Move toward a business model that goes beyond
utilities. Today, it’s become common for utilities to partner
with technology and home electronics companies. An
example is smart thermostats, which are deployed by utilities
but developed by software and hardware companies.
With more data flowing from different sources, utilities
can go beyond these partnerships to create a connected
customer experience. For example, they can develop
joint offerings with automotive companies or after-sales
services in conjunction with car dealerships, as well as home
insurance companies and fitness apps, etc. In the future,
utilities could become home-management companies
by providing bundled offerings that include broadband,
insurance, security etc. alongside energy by building a broad
partner ecosystem.

❙ Turn the human-planet connection into a competitive
advantage. In the race to address the climate crisis,
opportunities go beyond compliance to delivering a
competitive advantage that resonates with customers.
Consumers now expect utilities to anchor their sustainability
promises in metrics, not promises.

❙ Reimagine what it takes to lead. The need for change is
urgent, and time is running out for leaders who are holding
on to old ways of working and leading. The goal of building a
community of leaders relies on four components: enhancing
customer value, serving a higher purpose, strengthening
connectivity, and fostering creativity and continuous
innovation. (To learn more, read our report “The New
Leadership Playbook for the Digital Age: Reimagining
What It Takes to Lead.”)32
More change in the next five years than
over the last 50
The more than 100-year-old linear model of utility companies is
being challenged and reimagined as consumer behaviors and
consumption patterns are changing. Technology and society
are evolving faster than utilities have traditionally adapted to
change. This sets the scene for a new generation of business
models and a new era of leadership, as digital is reinventing the
generation and delivery of energy.
When the COVID-19 pandemic hit, the industry was in the
midst of moving away from centralized conventional generation
toward a more distributed and digital approach. Regardless of
how quickly the world recovers from the pandemic, the crisis
will only accelerate this trend.
Utility companies that adopt data-driven insights, prioritize
employee wellness, deliver measurable results in decarbonizing
the world, and integrate smoothly into customers’ lives will be
in a better position to create new business value. Now is the
time for industry leaders to put their digital-first, human-centric
efforts into top gear to create the future of work.
Now is the time for industry leaders
to put their digital-first, human-
centric efforts into top gear to create
the future of work.
21

The Work Ahead
Cognizant commissioned Oxford Economics to design and
conduct a study of 4,000 C-suite and senior executives,
including 285 from the utilities industry. The survey was
conducted between June 2020 and August 2020 via computer-
assisted telephone interviewing (CATI). Approximately one-third
of the questions were identical to those included in the 2016
Work Ahead study, allowing us to compare responses and track
shifting attitudes toward technology and the future of work.
Respondents were from the U.S., Canada, UK, Ireland,
France, Germany, Switzerland, Benelux (Belgium, Luxemburg,
Netherlands), Nordics (Denmark, Finland, Norway, Sweden),
Singapore, Australia, Malaysia,Japan, China, Hong Kong, India,
Saudi Arabia and UAE. They represent 14 industries, evenly
distributed across banking, consumer goods, education,
healthcare (including both payers and providers), information
services, insurance, life sciences, manufacturing, media and
entertainment, oil and gas, retail, transportation and logistics,
travel and hospitality, and utilities. All respondents come from
organizations with over $250 million in revenue; one-third are
from organizations with between $250 million and $499 million
in revenue, one-third from organizations with between $500
million and $999 million in revenue, and one-third with $1 billion
or more in revenue.
In addition to the quantitative survey, Oxford Economics
conducted 30 in-depth interviews with executives across the
countries and industries surveyed. Interviewees who responded
to the survey have a track record of using emerging technology
to augment business processes. The conversations covered
the major themes in this report, providing real-life case studies
on the challenges faced by businesses and the actions they
are taking, at a time when the coronavirus pandemic was
spreading around the world and companies were formulating
their strategic responses. The resulting insights offer a variety of
perspectives on the changing future of work.
The following figures represent the demographics of the 4,000
respondents from the full global study.
Methodology
33% U.S.
Germany 6%
Switzerland 1% 1% Ireland
France 6%
UK 5%
Japan 4%
India 4%
China 4%
Australia 3%
Singapore 3%
Hong Kong 3%
Saudi Arabia 3%
8% Benelux
(Belgium, Luxemburg, Netherlands)
Canada 3%
7% Nordics
(Denmark, Finland, Norway, Sweden)
UAE 3%
Malaysia 3%
Respondents by geography Respondents by role
13% Vice President
13% Chief Operating Officer
13% Director reporting to
senior executive
13% Senior Vice President
12% President
12% Chief Executive Officer
12% Chief Financial Officer
12% Other C-suite Officer
(Percentages may not equal 100% due to rounding)
22

The Work Ahead
Manish Bahl
Assistant Vice President
Center for the Future of Work, Asia Pacific and the Middle East
Manish Bahl is a Cognizant Assistant Vice President who leads the company’s Center for the Future of
Work in Asia-Pacific and the Middle East. A respected speaker and thinker, Manish has guided many
Fortune 500 companies into the future of their business with his thought-provoking research and advisory
skills. Within Cognizant’s Center for the Future of Work, he helps ensure that the unit’s original research
and analysis jibes with emerging business-technology trends and dynamics in Asia Pacific, and
collaborates with a wide range of leading thinkers to understand and predict how the future of work will
take shape. He most recently served as Vice President, Country Manager with Forrester Research in India.
Manish can be reached at Manish.Bahl@cognizant.com
LinkedIn: linkedin.com/in/manishbahl
Twitter: @mbahl
Arvind Pal Singh
Assistant Vice President, Head of Utilities Consulting Practice, Europe
Cognizant
Arvind Pal Singh leads Cognizant’s Utilities Consulting Practice in Europe. He has over 23 years of
advising utilities and a track record of delivering digital-led business transformation for large enterprises.
Arvind has been involved in Europe-wide initiatives of setting up marketplaces for flexible resources,
intelligent asset management programs, virtual power plants and electric vehicles. He holds a master’s
in international business from Indian Institute of Foreign Trade and an engineering degree from Punjab
Engineering College.
Arvind can be reached at Arvindpal.Singh@cognizant.com
LinkedIn: linkedin.com/in/arvind-ps/?originalSubdomain=uk
David Cox
Assistant Vice President, Head of the North American Energy & Utilities Practice
Cognizant
David Cox is an Assistant Vice President and leads the North American Energy & Utility Practice at
Cognizant. He has over 30 years’ experience in the utilities industry, including operations, engineering,
asset management and digital plant technology.
David has served in industry executive leadership roles in the U.S., South Africa and Asia Pacific, in areas
such as plant operations and performance and capital project management. He holds a master’s of
science in mechanical engineering from the University of Central Florida.
David can be reached at David.Cox@cognizant.com
LinkedIn: www.linkedin.com/in/davebcox/
About the authors
23

The Work Ahead
1 Rakesh Ranjan,“Tata Power Delhi Distribution Records Over 90% Digital Payments Amid COVID-19 Lockdown,”
Mercom,June 24, 2020, https://mercomindia.com/tata-power-delhi-distribution-digital-payments/.
2 Rakesh Sharma,“COVID-19 Is Accelerating the Shift Toward Digital at Utilities,” Energy Central, Aug. 11, 2020,
https://energycentral.com/c/iu/covid-19-accelerating-shift-towards-digital-utilities.
3 “Safe and Smart Buildings: Five Measurable Actions Businesses Must Consider Now to Reopen,” Cognizant, May 13,
2020, www.cognizant.com/perspectives/safe-and-smart-buildings-five-measurable-actions-businesses-must-
consider-now-to-reopen.
4 Taylor Soper,“Amazon Alexa Leader: COVID-19 Has Sparked ‘A Huge Increase in the Use of Voice in the Home,’”
GeekWire,June 25, 2020, www.geekwire.com/2020/amazon-alexa-leader-covid-19-sparked-huge-increase-
usevoice-home/.
5 “From Eyes to Ears: Getting Your Brand Heard in the New Age of Voice,” Cognizant Center for the Future of Work,
October 2020, www.cognizant.com/whitepapers/from-eyes-to-ears-getting-your-brand-heard-in-the-new-age-
ofvoice-codex5987.pdf.
6 Rick Rys,“Digital Twin Technologies in the Electric Utilities Industry,” ARC, www.arcweb.com/industry-best-practices/
digital-twin-technologies-electric-utilities-industry.
7 “Dutch Consultants Help Create Digital Twin of Water Utility Infrastructure,” Consultancy.eu, April 15, 2021,
www.consultancy.eu/news/6025/dutch-consultants-help-create-digital-twin-of-water-utility-infrastructure.
8 “Tesla Applies to Generate Electricity in UK Market,” BBC, May 4, 2020, www.bbc.com/news/technology-52533224.
9 “Apple Expands Renewable Energy Footprint in Europe,” Apple, Sept. 3, 2020, www.apple.com/in/
newsroom/2020/09/apple-expands-renewable-energy-footprint-in-europe/.
10 Nina Chestney,“Global CO2 Emissions Show Biggest Ever Drop in First Half of 2020,” Reuters, Oct. 14, 2020, www.
reuters.com/article/carbon-emissions/global-co2-emissions-show-biggest-ever-drop-in-first-half-of-2020-
idINL8N2H52YB.
11 Nicolas Kachaner,Jesper Nielsen, Adrien Portafaix and Florent Rodzko,“The Pandemic Is Heightening Environmental
Awareness,” BCG,July 14, 2020, www.bcg.com/en-gb/publications/2020/pandemic-is-heightening-environmental-
awareness and “Brits See Cleaner Air, Stronger Social Bonds and Changing Food Habits Amid Lockdown,” RSA, April
16, 2020, www.thersa.org/press/releases/2019/brits-see-cleaner-air-stronger-social-bonds-and-changing-food-
habits-amid-lockdown.
12 “ENGIE Sees a Greener Future with Salesforce,” Salesforce, www.salesforce.com/customer-success-stories/engie/.
13 “How the Ontario Energy Board Generated Responsible Energy Use,” Publicis Sapient, www.publicissapient.com/
work/ontario-energy-board.
14 Octopus website: https://octopus.energy/agile/.
15 Powershop website: www.powershop.com.au/#/.
16 “Electreon Wireless’s Electric Roads in Tel Aviv to Charge Cars on the Go,” Design Boom, Oct. 9, 2020,
www.designboom.com/technology/israeli-startup-electreon-electrify-roads-tel-aviv-06-03-2020/.
17 “Round Up Your Utility Bill to Help Neighbors in Need,” City of Georgetown, Dec. 4, 2020, http://georgetown.
org/2020/12/04/round-up-your-utility-bill-to-help-neighbors-in-need/.
18 “United Utilities to Install ‘World’s Largest’ Network of IoT Water Leak Detectors,” WWT, Oct. 14, 2020, https://
wwtonline.co.uk/news/united-utilities-to-install-world-s-largest-network-of-iot-water-leak-detectors.
Endnotes
24

The Work Ahead
19 AMS website: www.advancedmicrogridsolutions.com/.
20 Igor Sadimenko,“Is Australia Set to Become a Green Energy Superpower?” LinkedIn, Nov. 27, 2020, www.linkedin.com/
pulse/australia-set-become-green-energy-superpower-igor-sadimenko/.
21 “Utility Customers Owe Up to $40B in COVID-19 Debt, But Who Will Pay It?” Utility Dive, Dec. 3, 2020, www.utilitydive.
com/news/customers-owe-billions-in-covid-debt-to-their-utilities-and-somebody-has-to/589525/.
22 Lynn Doan,“Colonial Is Just the Latest Energy Asset Hit by Cyber Attack,” Bloomberg, May 8, 2021, www.bloomberg.
com/news/articles/2021-05-08/colonial-is-just-the-latest-energy-asset-hit-by-cyberattacks.
23 Sanjeev Addala,“You Need to Move As Fast As Your Data. Here’s How We’re Doing It At AES,” CIO, Nov. 6, 2020,
www.cio.com/article/3588318/you-need-to-move-as-fast-as-your-data-here-s-how-we-re-doing-it-at-aes.html.
24 Joe Nagy,“What Does the Future Operating Model for Utilities Look Like?” Blue Prism, March 12, 2021, www.blueprism.
com/resources/blog/what-does-the-future-operating-model-for-utilities-look-like/.
25 “Powerley Unveils Energy-Driven Smart Home Experience,” BusinessWire,Jan. 31, 2017, www.businesswire.com/news/
home/20170131006068/en/Powerley-Unveils-Energy-Driven-Smart-Home-Experience.
26 “Augmented Reality App Empowers Utility Customers,” CapTech Consulting, www.captechconsulting.com/client-
stories/augmented-reality-app-empowers-utility-customers.
27 “How British Gas Accelerated Its Digital Transformation,” Publicis Sapient, www.publicissapient.com/work/british-gas.
28 “Boosting Agent Call Success in Utilities Debt Collection,” Behavioral Signals, https://behavioralsignals.com/ai-
mediated-conversations-case-study-for-utilities-debt-collection/.
29 “Humans + Intelligent Machines: Mastering the Future of Work Economy in Asia Pacific,” Cognizant Center for the Future
of Work, March 2019, www.cognizant.com/whitepapers/humans-plus-intelligent-machines-mastering-the-future-
of-work-economy-in-asia-pacific-codex3873.pdf.
30 Meridian Energy website: www.meridianenergy.co.nz/who-we-are.
31 Ilaria Grasso Macola,“Origin Energy Acquires 20% Stake in Octopus Energy,” Power Technology, May 4, 2020,
www.power-technology.com/news/origin-energy-acquires-20-stake-in-octopus-energy/.
32 “The New Leadership Playbook for the Digital Age,” Cognizant, 2020, www.cognizant.com/whitepapers/the-new-
leadership-playbook-for-the-digital-age-codex5350.pdf.
25

© Copyright 2021, Cognizant. All rights reserved. No part of this document may be reproduced, stored in a retrieval system, transmitted in any form or by any means, electronic, mechanical,
photocopying, recording, or otherwise, without the express written permission from Cognizant. The information contained herein is subject to change without notice. All other trademarks mentioned
herein are the property of their respective owners.
Codex 6731
About Cognizant
Cognizant (Nasdaq-100: CTSH) is one of the world’s leading professional services companies, transforming clients’ business, operating and technology
models for the digital era. Our unique industry-based, consultative approach helps clients envision, build and run more innovative and efficient businesses.
Headquartered in the U.S., Cognizant is ranked 185 on the Fortune 500 and is consistently listed among the most admired companies in the world. Learn
how Cognizant helps clients lead with digital at www.cognizant.com or follow us @Cognizant.
World Headquarters
300 Frank W. Burr Blvd., Suite 600
Teaneck, NJ 07666 USA
Phone: +1 201 801 0233
Fax: +1 201 801 0243
Toll Free: +1 888 937 3277
European Headquarters
1 Kingdom Street
Paddington Central
London W2 6BD England
Phone: +44 (0) 20 7297 7600
Fax: +44 (0) 20 7121 0102
India Operations Headquarters
#5/535 Old Mahabalipuram Road
Okkiyam Pettai, Thoraipakkam
Chennai, 600 096 India
Phone: +91 (0) 44 4209 6000
Fax: +91 (0) 44 4209 6060
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Plaza 8@CBP # 07-04/05/06,
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Phone: + 65 6812 4051
Fax: + 65 6324 4051
About the Center for the Future of Work
Cognizant’s Center for the Future of Work™ is chartered to examine how work is changing, and will change, in response to the emergence of new
technologies, new business practices and new workers. The Center provides original research and analysis of work trends and dynamics, and collaborates
with a wide range of business, technology and academic thinkers about what the future of work will look like as technology changes so many aspects of
our working lives. For more information, visit Cognizant.com/futureofwork, or contact Ben Pring, Cognizant VP and Director of the Center for the Future
of Work, at Benjamin.Pring@cognizant.com.
See the full Work Ahead study series: www.cognizant.com/theworkahead

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